The MCSC Hospital Leadership Innovation Ecosystem is much more than just an international competition for innovators.
It is a dynamic collaboration platform for Polish hospital leaders who are jointly addressing the most pressing challenges in modern medicine – from digitalization and cybersecurity to team competency development and the implementation of real, impactful changes in healthcare.
In the August edition of the “12 on the 12th” series, we talk with representatives of the hospitals co-organizing the competition. These leaders – from various regions of Poland, with diverse specialties and experiences – are now building the practical foundations for hospital transformation.
We ask what being part of MCSC means to them and how they envision the future of their institutions in the coming years. We explore the barriers and opportunities for implementing innovation, the benefits they’ve gained through MCSC, and the shared vision of a healthcare system they aim to create together.
Motivations and Role in the MCSC Ecosystem
What motivated your institution to join the MCSC Hospital Leadership Innovation ecosystem as a Co-Organizing Hospital?
Wioletta Śląska-Zyśk, Warmian-Masurian Pulmonary Disease Center in Olsztyn: We believe that true innovation is born through collaboration – and that’s exactly how we understand the idea behind MCSC. For our hospital, it’s not just an opportunity to connect with technology and innovators, but above all, a chance to jointly seek solutions that truly matter to patients. We want to be a place where new ideas can be safely tested in a real clinical environment.
Krystyna Piskorz-Ogórek, Voivodeship Specialist Children’s Hospital in Olsztyn: It’s important to emphasize that innovation is happening now – it’s not just a futuristic concept. Our hospital is committed to development and regularly implements pioneering solutions into everyday clinical practice. Just recently, our specialists performed one of the world’s first endoscopic procedures to unblock a child’s duodenum using a laser. We care deeply about promoting innovation and supporting companies with great ideas that often struggle to gain visibility. We also highly value our collaboration with the Institute of Mother and Child.
Jacek Graliński, Bonifraterskie Medical Center: Bonifraterskie Medical Center continues the medical mission of the Brothers Hospitallers of Saint John of God, which dates back to the mid-16th century. Bonifraterskie hospital care, deeply rooted in Christian tradition and the teachings of St. John of God, has always stood out for its innovative approach to patient care. Joining the MCSC Hospital Leadership Innovation project is a natural continuation of this tradition. It allows us to actively participate in discussions about the future of healthcare, guided by the spirit of service, openness to innovation, and responsibility for patients and their families.
Dariusz Szplit, University Clinical Center in Gdańsk: As the University Clinical Center in Gdańsk, we have a strong understanding of the startup market and are constantly working on improving efficiency. That’s why I believe the greatest value of MCSC Hospital Leadership Innovation lies in the exchange of experiences and in building a positive image of medical institutions as attractive environments for creating and developing innovative technical and process-based concepts – despite the common perception of healthcare as underfunded and inefficient.
Dariusz Trzmielak, Institute “Polish Mother’s Memorial Hospital” in Łódź: MCSC Hospital Leadership Innovation is a very important initiative that, in our view, promotes innovation and entrepreneurship in healthcare. As a scientific institution, we want to actively support all initiatives that promote and advance medical solutions. By joining MCSC, we hoped – and still hope – to collaborate with innovators, which could lead to the implementation of modern solutions and technologies in the daily practice of the Polish Mother’s Memorial Hospital Institute.
Does joining the MCSC ecosystem influence local innovation development and collaboration with startups and universities? How?
Wioletta Śląska-Zyśk: Absolutely. MCSC has become a platform for us to build relationships with the science and technology sectors. Together with our partners, we test new technological and organizational solutions. We are proud to co-create a space where innovation is developed with the patient in mind, but also in alignment with the realities of a public hospital.
Challenges and Barriers in Implementing Innovation
In your opinion, what are the biggest challenges facing modern medicine and hospital care – technological, staffing, or regulatory?
Dariusz Szplit: This is a very broad topic. There are hundreds, if not thousands, of challenges, but we must strive to address at least some of them – and technology, along with an innovative mindset, can help us do that. We need to seek solutions across a wide spectrum, and it’s important not to isolate ourselves within our own sector or region. Each of the mentioned areas requires intensive work. We can also add clinical challenges stemming from the latest discoveries in medicine, particle physics, organic chemistry, and genetics, supported by cutting-edge computational methods.
Dariusz Trzmielak: Given the global developments in medicine and hospital care, as well as the challenges posed by the current geopolitical situation, the greatest challenge remains ensuring patient access to comprehensive, specialized, and modern medical care. In the context of Polish society, one of the biggest challenges is care for patients with rare diseases and home care for chronically ill patients. That’s why telemedicine and new technologies that help identify rare diseases are so important. Staffing shortages and the resulting limited availability of specialists are also a major challenge – both for patients and for the organization of the healthcare sector.
Krystyna Piskorz-Ogórek: Modern medicine and hospital treatment require complexity, interdisciplinarity, and continuity of care – especially in pediatric healthcare. A key challenge for every hospital, including ours, is ensuring an adequate number of medical specialists aligned with the hospital’s profile, and creating an environment that is friendly not only to patients but also to staff. This is absolutely essential for achieving stability and further development. Another challenge is providing the right infrastructure – both in terms of equipment and facilities – that enables growth. Both areas require regulatory and legal frameworks, as well as proper funding, so all three aspects mentioned in the question are equally important.
Wioletta Śląska-Zyśk: I believe the biggest challenge is reconciling enormous expectations – from patients, the system, and our own ambitions – with limited resources. On one hand, we have access to breakthrough technologies; on the other, we face increasing staff fatigue and outdated regulations that can’t keep up with reality. The hardest part is making decisions “here and now,” knowing we want more, faster, better – but often simply don’t have the means.
Jacek Graliński: Modern hospital care faces many challenges that require not only resources but also the courage to change. For non-public hospitals like ours, technological and financial challenges are especially pressing – the costs of implementing modern solutions and the lack of adequate systemic support. There are also staffing challenges, growing mutual expectations, pressure on salaries, and regulatory complexity, particularly regarding data protection and EU compliance. Moreover, the implementation of advanced therapeutic technologies brings new ethical challenges that require clear legal and moral frameworks to ensure patient safety and dignity. Despite these difficulties, we strive to remain true to our identity: patient-centered care that combines spiritual and physical support with professionalism and the effectiveness offered by new technologies.
What budgetary, infrastructural, or licensing barriers have you encountered so far when implementing innovations, and how do you overcome them?
Jacek Graliński: Due to our specific position within the healthcare system, every investment decision must be carefully considered and thoroughly analyzed. Most often, we face budgetary constraints. As a private entity, we operate under the financial limitations typical of commercial companies. Our access to public funding is limited and governed by the same rules as for all institutions, while contracts with the National Health Fund (NFZ) do not fully cover the costs of innovative upgrades. Another challenge is spatial and infrastructural. New technologies often require specialized rooms, enhanced energy infrastructure, or cooling systems. Bonifraterskie hospitals, often located in historic buildings, face the challenge of adapting or modernizing existing infrastructure. There’s also the issue of regulatory ambiguity and the high costs of licenses or ensuring top-level cybersecurity, which often require investments disproportionate to the scale of our operations.
Wioletta Śląska-Zyśk: The biggest barrier is underfunding and a lack of formal flexibility. Innovation requires courage, but also equipment, teams, and room for trial and error – and these are often missing in public institutions. Sometimes we learn by taking shortcuts: we implement pilot programs, choose solutions that deliver quick clinical or organizational results, and collaborate with universities. It’s not easy, but every small victory gives us the energy to keep going.
Competencies, Teams, and Education
How is your hospital developing staff competencies in handling new technologies (AI, IoT, data analytics)?
Wioletta Śląska-Zyśk: We strive to develop these competencies, although we’re aware that, in terms of infrastructure and staffing, we’re not always ready for the pace of change. That’s why we focus on internal training, collaborate with solution providers and universities, and leverage grants and project opportunities. We learn together, as a team, methodically – always with the patient in mind.
Krystyna Piskorz-Ogórek: At our hospital, we support various forms of postgraduate education for our staff, promote and reward innovative solutions, and encourage active participation in Polish and international symposia, conferences, and congresses. Our personnel undergo regular training, both domestically and abroad. As an organization, we strive – and I believe successfully – to provide the infrastructure and tools needed to immediately apply newly acquired knowledge in practice. A good example is the development of genetic diagnostics for rare diseases – and beyond. We’re advancing genetic diagnostics using the latest technologies and custom genetic panels developed by our specialists for autism, intellectual disabilities, epilepsy, RASopathies, and craniosynostosis.
Dariusz Trzmielak: At Polish Mother’s Memorial Hospital Institute, we understand that artificial intelligence is becoming widespread and accessible in the healthcare sector. We focus on scientific and research projects that enhance the ability to effectively use new technologies for prevention and faster, more precise diagnostics. Developing new digital competencies will make work easier for both medical and administrative staff. Enhancing medical staff skills will shorten the time to diagnosis and even enable early recognition and referral to the appropriate diagnostic pathway.
Jacek Graliński: Staff competency development at Bonifraterskie Medical Center is a key part of our strategy for implementing new technologies and is approached in multiple ways. We regularly organize internal training led by our specialists and invite external experts. We also invest in external training programs. We’ve created internship opportunities and promote mentoring, where experienced staff share knowledge with younger colleagues on how to use new tools. We’re currently implementing an e-learning platform that allows employees to expand their qualifications and knowledge at their own pace. This is part of actively promoting a culture of continuous learning, openness to innovation, and safe experimentation with new tools. We also emphasize the seamless integration of new technologies into everyday clinical practice.
Dariusz Szplit: Absolutely. Building a professional team that understands the challenges of emerging technologies and isn’t afraid to use them is one of our priorities. That’s why we work with startups, major IT companies, and Big Pharma to develop solutions that support the work of our medical teams.
How does your hospital support the development of young doctors in terms of digital skills and innovation?
Krystyna Piskorz-Ogórek: Our hospital is the initiator and organizer of many events promoting innovation, both nationally and internationally. We regularly conduct workshops on surgical treatment of vascular malformations and laparoscopic surgery. Each year, we host a nationwide conference dedicated to head and neck diseases, showcasing the latest technological advancements.
Experiences from the MCSC Competition and Implementations
What innovative projects (digital, organizational, medical) have you implemented thanks to your participation in MCSC?
Dariusz Trzmielak: In 2023, as part of our activities, the Institute conducted a pilot of a solution developed by MedApp S.A. [winner of the 1st edition of MCSC – editor’s note], a company operating in the field of advanced medical technologies. Procedures were carried out in two clinics using CarnaLife Holo (CLH) technology for three-dimensional, holographic visualization of diagnostic imaging data. Additionally, in 2024, our Institute supported Aptamedica [TOP10 finalist of the 3rd edition of MCSC – editor’s note] in its efforts to combat sepsis in pediatric patients. As a startup, Aptamedica took on this important challenge, which is relevant to all of us.
Which previously implemented innovative solutions – such as telemedicine, data management, or administrative automation – have brought the greatest value and why?
Dariusz Trzmielak: At the Polish Mother’s Memorial Hospital Institute, we place great emphasis on staff development, including our research personnel. In 2024, we completed a project titled Implementation of a Telemedicine Model in Cardiology, through which we conducted 4,445 teleinterventions by nurses and doctors. For cardiologists, only 52 additional face-to-face visits were necessary, and just two cases required urgent hospitalization.
This initiative helped our staff develop competencies in using new technologies to support patients with chronic conditions. In the Neonatal and Infant Intensive Care and Congenital Defects Clinic, we are currently testing a comprehensive monitoring station for the health status of our youngest patients, developed in collaboration with a commercial partner. This station will enable personalized care for pediatric patients.
Priorities, Focus Areas, and Development Potential
In which fields do you see the greatest potential for technological or organizational innovation?
Jacek Graliński: Certainly in innovations that strengthen the patient–staff relationship, shorten the diagnostic pathway, and improve the quality of integrated, holistic care. This especially includes technologies that support long-term and palliative care, taking into account the spiritual and emotional dimensions of treatment. We also see great potential in organizational solutions related to logistics and care coordination, which enable smoother and more personalized treatment pathways and increase clinical efficiency. Additionally, the use of AI in imaging diagnostics and clinical event prediction holds promise. Here, artificial intelligence is understood as a support tool – not a replacement – for physicians, which translates into improved diagnostic precision and treatment effectiveness.
Which areas of this year’s MCSC competition (administrative and hospital management automation; analytics and decision support; medical innovations; digital patient services and cybersecurity) are your priorities and why?
Krystyna Piskorz-Ogórek: Each competition area is important, as they form the foundation of a well-functioning hospital. Medical innovations are particularly crucial for us, as we specialize in treating rare diseases, and advances in medicine and knowledge allow for more effective treatment of many of these conditions. For example, we are one of six centers in Poland conducting a pilot program for coordinated care of patients with neurofibromatosis and related diseases, including targeted pharmacotherapy – a completely new approach globally. Currently, our hospital is also implementing a strategic project titled Establishment of a Center for the Treatment of Craniofacial, Neurocranial Defects and Rare Diseases, which will be the only facility of its kind in Poland. As a highly specialized center, it will rely heavily on innovative solutions.
Cybersecurity and Operational Continuity
How do you ensure operational continuity and resilience against cyber threats?
Krystyna Piskorz-Ogórek: We use network segmentation and access control, as well as next-generation firewalls. We also have software for early and automatic incident response, including attempted cyberattacks. A default-deny policy is applied to resource access. Our security system is continuously improved – it’s an ongoing process. The foundation is regular training for all staff on secure information access.
Wioletta Śląska-Zyśk: For us, digital security is not just about technology – it’s primarily about organizational culture. We train staff, update procedures, and work on implementing modern solutions based on the Zero Trust and Instant Recovery models. We know that serious investments are needed, which is why we’re eagerly awaiting the opportunity to access funding from the National Recovery Plan (KPO). At the same time, we’re participating in an international R&D project aimed at helping us better prepare for potential crises and threats.
Jacek Graliński: We are currently working on raising the level of digital security across our organization. All our branches use Unified Threat Management devices to protect network access and internet traffic. We are implementing multi-factor authentication in various applications and services. The hospital network is strictly segmented, which limits the spread of potential attacks. Critical systems are isolated from less important ones, and traffic between segments is tightly controlled. We continuously monitor our IT infrastructure for vulnerabilities and regularly update software and operating systems. Importantly, cybersecurity is not just about technology – it’s also about organizational culture. That’s why we invest in staff training and education on phishing and safe system usage.
The Future in MCSC
Do you plan to engage in the next edition of the competition? What is your vision for the hospital’s development within the MCSC ecosystem over the next 2-3 years?
Krystyna Piskorz-Ogórek: Being one of the first co-organizers of the competition is very important to us. We’re proud that our hospital and designated staff have been actively involved in the project from the very beginning. Of course, we’re happy to continue this collaboration in the coming years – both by implementing pilot solutions and expanding mentoring support. In 2027, we will open our currently ongoing investment – the Center for the Treatment of Craniofacial, Neurocranial Defects and Rare Diseases, which will significantly increase our infrastructure potential. Diagnostics and treatment will be based on the latest technologies, so we’re very interested in learning about and implementing cutting-edge solutions.
Dariusz Trzmielak: We would be honored to participate in the next edition of the competition! We’re also very eager to collaborate with technology startups. Our previous experience working with innovators in medical technologies and products has helped us not only find partners for joint research projects but also better understand patient needs. This significantly increases the chances of effective treatment and improves patients’ quality of life.
Wioletta Śląska-Zyśk: Absolutely. The MCSC competition gives us momentum for further development and helps us view our activities from a systemic perspective. In the coming years, we want to shape the identity of our Center as a hospital open to innovation, ready to test new care models – and constantly learning how to be closer to the patient in a changing world.
Jacek Graliński: Our involvement in the MCSC Hospital Leadership Innovation ecosystem is long-term and strategic. In the future, we want to engage even more deeply in mentoring, sharing our clinical knowledge and experience in implementing solutions in hospital practice. We’re also ready to conduct pilot implementations of promising technologies to test their effectiveness and usability in real clinical settings. Our experts will actively participate in discussion panels and conferences organized within the ecosystem, sharing the perspective of a hospital with a rich heritage. We want Bonifraterskie Medical Center to be recognized – continuing the tradition of the Brothers Hospitallers – as a brand that combines historical values with modern healthcare. We also aim to actively contribute to the conversation about responsible and ethical implementation of technology.
Dariusz Szplit: I hope that both our hospital and MCSC will continue to grow, influencing each other, inspiring and stimulating both the medical and business communities to jointly seek solutions to the most pressing challenges. At University Clinical Center, we’re building an ecosystem that supports innovative solutions. Together with MCSC, we’re creating a synergy that fosters new ideas in healthcare and encourages the business sector to pursue effective innovations.
Conclusion
The conversations with representatives of the Co-Organizing Hospitals of MCSC reveal one clear truth – the future of healthcare is built on partnership. Partnership between modern technology and experience, between medical teams and patients, and between institutions that are open to sharing knowledge.
Each of these hospitals brings a unique perspective and set of competencies to the MCSC ecosystem. Together, they create an environment where a hospital not only treats but also learns, tests, and evolves – always prioritizing patient safety and well-being.
Participants in the conversation:
Dr. Krystyna Piskorz-Ogórek, MD, PhD – Director, Voivodeship Specialist Children’s Hospital in Olsztyn
Assoc. Prof. Dariusz Trzmielak, PhD – Deputy Director for Scientific Affairs, Polish Mother’s Memorial Hospital Institute in Łódź
Wioletta Śląska-Zyśk – Director, Warmian-Masurian Pulmonary Disease Center in Olsztyn
Jacek Graliński – President, Bonifraterskie Centrum Medyczne (continuing the centuries-old tradition of the Brothers Hospitallers of Saint John of God)
Dariusz Szplit – Head of Innovation, Analytics and Medical Technology Implementation, University Clinical Center in Gdańsk